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Leadership within the healthcare system should be visible at all levels, ratherthan being dependent solely on the characteristics of those who exert control from the top of the organisation. All nurses can act as leaders, and prov...
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Leadership within the healthcare system should be visible at all levels, ratherthan being dependent solely on the characteristics of those who exert control from the top of the organisation. All nurses can act as leaders, and providing effective leadership requires them to develop specific personal qualities and behaviours. This article explores four 'leadership intelligences' - spiritual, emotional, business or practice, and political - and discusses how understanding these can assist nurses to enhance their leadership skills. It also considers the evidence base for the use of these intelligences and how they can be adopted by individual nurses and healthcare organisations.
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This article argues that the current, widely accepted leadership ontology-leaders, followers, and shared goals-is becoming less useful for understanding leadership in contexts that are increasingly peer-like and collaborative. The...
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This article argues that the current, widely accepted leadership ontology-leaders, followers, and shared goals-is becoming less useful for understanding leadership in contexts that are increasingly peer-like and collaborative. The further development of leadership theory calls for a corresponding development at the level of leadership ontology. Thus, an alternative leadership ontology is proposed: direction, alignment, and commitment. A theoretical framework based on such an ontology is sketched out. It is argued that such a framework can integrate emerging leadership research and ultimately stimulate the development of new leadership theory and practice.
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Leadership theory is a crucial aspect of nursing and the focus of a large body of literature. However, it remains a challenging concept to define and has been subject to various interpretations. Much of the literature on leadershi...
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Leadership theory is a crucial aspect of nursing and the focus of a large body of literature. However, it remains a challenging concept to define and has been subject to various interpretations. Much of the literature on leadership is contradictory, with some studies claiming particular leadership styles are more effective than others. This article discusses the benefits and limitations of one approach to leadership - transactional leadership - and considers its use in nursing practice. The author suggests that transactional leadership remains useful as an approach to meeting short-term goals and completing tasks, but that it should be combined with other leadership styles to maximise its effectiveness in healthcare settings.
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Healthcare services and nursing environments are becoming increasingly highly pressured and stressful areas in which to work. However, effective leadership can have a significant effect on the workplace experience of nurses. This ...
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Healthcare services and nursing environments are becoming increasingly highly pressured and stressful areas in which to work. However, effective leadership can have a significant effect on the workplace experience of nurses. This article explores the changing landscape of nurse leadership, from a traditional hierarchal approach focused on a small number of leaders to a leadership style that aims to support staff through a relational approach such as collective leadership. Collective leadership has been shown to lead to improvements in nurses' workplace experience, the care environment generally, productivity and patient outcomes. Collective leadership values nurses' leadership skills and seeks to involve them in achieving organisational goals.
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>Authentic leadership is a relatively new concept in nursing, with limited studies undertaken into its application in healthcare. Authentic leadership emphasises the importance of the leader being true to their personal core value...
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>Authentic leadership is a relatively new concept in nursing, with limited studies undertaken into its application in healthcare. Authentic leadership emphasises the importance of the leader being true to their personal core values and developing honest relationships with team members, valuing their contributions, and behaving ethically and transparently. Trust is a central tenet of authentic leadership that aims to lead to increased staff engagement, and enhanced individual and team performance. This article explores the principles, benefits and challenges of authentic leadership, as well as examining its potential role in nursing.
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The purpose of this study is to reveal the extent to which different leadership models in education are studied, including the change in the trends of research on each model over time, the most prominent scholars working on each m...
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The purpose of this study is to reveal the extent to which different leadership models in education are studied, including the change in the trends of research on each model over time, the most prominent scholars working on each model, and the countries in which the articles are based. The analysis of the related literature was conducted by first employing a bibliometric analysis of the research and review papers indexed in the Web of Science database between 1980 and 2014. Then, a more in-depth analysis of selected papers was done using the content analysis method. The results showed that there has been increasing interest in leadership models in educational research over time. Distributed leadership, instructional leadership, teacher leadership, and transformational leadership are the most studied leadership models in educational research. It was also found that related research increasingly focuses on the effects of leaders on organizational behaviors/conditions and on student achievement. Accordingly, usage of quantitative methodology has significantly increased during the last decade. Possible reasons for these changes, implications, and recommendations for future research are also discussed.
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This article attempts to provide a foundational understanding of school learning as moral activity as well as intellectual activity. It first develops a distinction between general ethics and professional ethics, and provides an i...
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This article attempts to provide a foundational understanding of school learning as moral activity as well as intellectual activity. It first develops a distinction between general ethics and professional ethics, and provides an initial explanation of the moral good involved in learning. The moral good of learning is then connected to the fundamental moral agenda of learners, namely, to find, own and engage their true, authentic selves. The article takes up the distortion of the learning process in schools due to a misguided epistemology of knowledge inherited from the Enlightenment and suggests an epistemology more in tune with the sociology of knowledge and contemporary physics. This enables a clearer foundational connection of learning with authentic human development. There follows a description of what teaching for that kind of learning might look like. The article concludes with some implications for leadership of such learning.
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Purpose The purpose of this paper is to determine the quality of the leadership competencies of first-level military leaders according to three behavioural dimensions: task, change and relational competencies. Design/methodology/a...
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Purpose The purpose of this paper is to determine the quality of the leadership competencies of first-level military leaders according to three behavioural dimensions: task, change and relational competencies. Design/methodology/approach The study was conducted in the Estonian Defence Forces (EDF) among first-level commanders (N = 89), whose leadership competencies were assessed by their subordinates (N = 1,655). The Leader Reward and Punishment Questionnaire was used to assess task competencies, the Transformational Leadership Behaviour Inventory was used to assess change competencies and the Extended Authentic Leadership Measure was used to assess relational competencies. Cluster analyses were conducted to identify the level of leadership competencies in the sample and to determine the commanders' leadership profile. Findings The study reveals that in terms of leadership competencies, only two competencies from task, two from change and none from the relational dimension are sufficient. In addition, the results highlight that the relational competencies of leadership are connected to each other, while task and change leadership competencies are not. Practical implications The study results make it possible to work out the main principles for a leadership development programme for first-level commanders. In addition, the developed methodology makes it possible to assess the leadership competencies of individual commanders using the three-dimensional framework. Originality/value This paper demonstrates how quality of the leadership competencies and profiles of first-level EDF commanders are determined within three behavioural dimensions: task, change and relational competencies.
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Purpose - The purpose of this paper is to pursue an idea on leadership theory integration which includes two integrative attempts. The first involves three different leadership models (the developmental/transformational leadership...
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Purpose - The purpose of this paper is to pursue an idea on leadership theory integration which includes two integrative attempts. The first involves three different leadership models (the developmental/transformational leadership model, the authentic leadership model, and the indirect leadership model). The second consists of a suggestion of how this integrated model, in turn, can be integrated into an interactional person-by-situation paradigm including a process-over-time perspective. Design/methodology/approach - A qualitative analysis of the three existing leadership models mentioned above was performed. In the second integrative step, the following concepts were added: individual characteristics (general and stable as well as specific, of importance in a given situation); contextual characteristics (general more stable contextual profile as well as specific contextual profile in a given situation); appraisal and sensemaking processes over time; trust; and psychological capital. Findings - An integrated leadership model is proposed which rests on three explicit hypotheses with two addendums. Empirical support for the suggested model is evaluated. Practical implications - The presented idea may be of value in recruitment and selection, leadership development programmes, and organisational design. Originality/value - The theoretical integration of existing models is new and could act as a conceptual bridge.
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Leadership training and development is big business; in the United States alone, it has doubled over the past 15 years to become a $14 billion industry. Consulting psychologists have benefited greatly from this explosive growth. N...
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Leadership training and development is big business; in the United States alone, it has doubled over the past 15 years to become a $14 billion industry. Consulting psychologists have benefited greatly from this explosive growth. Nonetheless, citizens around the world lack confidence in public and private sector leaders, and organizations are worried that they do not have enough good leaders. We discuss two fundamental problems contributing to the apparent failure of the leadership industry and explain how the field of consulting psychology is positioned to address them. There is a significant opportunity for consulting psychologists to steer the leadership industry in a more constructive direction—if they have the courage to do so.
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